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ON
“TRANSPORT MANAGEMENT”
OF
IFFCO AONLA”
SUBMITTED BY:
SAURABH TYAGI
1
Expression of sincere gratitude is just a partial acknowledgment. The accomplishment
of this project “TRANSPORT MANAGEMENT” I would have not been possible
vocabulary falls short of word to express my sincere gratitude to Mr. D R Kundra (Deputy
GM, Finance) and Mr. Rajan Kumar Keshri (Sr. Accounts Officer) under whose guidance
I had the opportunity to carry out the present work.
I am very thankful to Mr. D. Kalia, Chief Manager (Training ) & Mr. K.K.
Pandey, Dy. Manger (Training) who supported me & helped me throughout the
project. I am also thankful to Mr. Yogish Kumar Pundir and Mr. A.K. Mishra, who
provided me with relevant information and spared their precious time with me.
I am thankful to Finance & Account staff & to all the employees of IFFCO
who cooperated with me during my training period.
2
42 YEARS OF COOPERATING GLORY
3
LIST OF CONTENTS Page No.
1) Introduction to topic 6
2) Objective of study 7
3) Research Methodology 8
4) Introduction about IFFCO 9-17
5) Objective of the company 18
6) Management 19-21
7) Aim, Vision, Mission 22-23
8) Vision 2010, Approach 24
9) Commitment, Principles 25
10) IFFCO’s Emblem 26
11) Organization chart of IFFCO 27
12) All India share of IFFCO 28
13) Performance highlights 29
14) IFFCO Associates 30
15) Awards galore 31-32
16) Aonla unit 33-38
17) Finance and accounts department 39-43
18) Inventory management 44-46
19) Various sections of inventory 47-52
20) Imported material 53
21) Material coding 54-55
22) Packing & Dispatch 56
23) Document for dispatch of goods. 57-58
24) Accounting of raw material 59-61
25) Store section 62
26) Verification of Inventories. 63-66
4
27) Techniques of Inventory control 67-70
28) Criteria for judging the Inventory system 71-72
29) Inventory software 73
30) Data Entry menu 74-75
31) Reports Menu 76-82
32) Production department 83-86
33) Different vouchers 87-96
34) Rejection/Discreption Report 97-98
35) Tender enquiry 99
36) Performance bank guarantee 100-101
37) Material purchase Requitions 102
38) Store adjustment voucher 103
39) SWOT Analysis & Strategies 104-107
40) Conclusions & Recommendations 108-109
41) Bibliography 110
5
INTRODUCTION TO THE TOPIC
INVENTORY MANAGEMENT
“Managing the level of inventory is like maintaining the level of water in a bath tub with
an open drain. The water is flowing out continuously. If water is let in too slowly, the tub
is soon empty. If the water is let in too fast, the tub overflows.”
and control technique. The reduction in excessive inventories carries a favorable impact
on company’s profitability.
1) What to purchase
2) How much to purchase
3) From where to purchase
4) Where to store, etc.
6
“Effective inventory management enables an organization to meet or exceed customers’
expectations of product availability while maximizing net profits or minimizing costs”
7
OBJECTIVE OF STUDY
“The main aim of study is to check the efficiency and effectiveness of inventory
management system at IFFCO Aonla.”
8
RESEARCH METHODOLOGY
Research covers the search for retrieval of information for a specific purpose.
Basically research is the objective and systematic method of finding solution to a
problem. The steps followed to conduct this study are as follows:-
(1) Formulating research problem – The problem under study viz. how effective are
the measures applied by Iffco, Aonla to control the inventory is basically studied through
analytical research. Material is important for the efficiency of the system. It is a matter of
great importance for inventory department. Inventory department of IFFCO, Aonla is
responsible for efficient inventory control. Thus the whole study is conducted under the
guidance of officers of this department.
(2) Extensive literature survey – Many published studies, books or material on effective
control of inventory were referred to for getting a true direction to research process.
(3) Data collection – The study is conducted through collection of data through surveys,
interviews with officials etc. Personal interviews were conducted where a set of pre-
conceived questions were asked from the officers of inventory department regarding
material control policies adopted by them. Books of accounts of Aonla –I and Aonla – II are
studied thoroughly to details about inventory stock, cost of material consumed, increase and
decrease in stock in the last few years etc.
Sample of material was obtained randomly. ABC analysis was used where sample of
material was graded under three categories: A, B, C.
(4) Analysis and interpretation – The data about inventory is analysed to find out the
effectiveness and efficiency of inventory policy. As regards the financial performance, the
data about different financial indicators is analysed to calculate the different ratios and to
draw the graphs.
9
INTRODUCTION ABOUT IFFCO
During mid- sixties the co-operative sector in India was responsible for
distribution of 70 per cent of fertilisers consumed in the country. This sector had adequate
infrastructure to distribute fertilisers but had no production facilities of its own and hence
dependent on public/private sectors for supplies. To overcome this lacuna and to bridge
the demand-supply gap in the country, a new cooperative society was conceived to
specifically cater to the requirements of farmers. Thus was born IFFCO, the world’s
largest fertiliser cooperative. It was a unique venture in which the farmers of the
country through their own co-operative societies created this new institution to
safeguard their interests. Indian Farmers Fertiliser Cooperative limited, a multi-state
Cooperative has emerged as a role model for cooperatives Over 42 years of its inception,
IFFCO has turned into a true Cooperative – Of the Farmers, By the Farmers and For the
Farmers. IFFCO has steadily grown in strength and stature from a modest membership of
57 societies in 1967-68 to 39564 societies as on 31st March, 2008. The initial equity
capital of Rs.6 lakh contributed by the cooperatives in 1967-68 has also gone upto a paid-
up capital of Rs.426 crore.
A pioneer in this field, IFFCO’s growth reflects its belief in the strength of the
farmer. Several prestigious awards stand testimony to the fact that IFFCO is driven by its
values and the dedication of its people. This is an organisation that believes in fair play
and has always followed transparent and professional practices in corporate governance.
10
PRODUCTION
The largest producer of fertilisers in the country, IFFCO has five state-of-the-art
plants that ensure its special position. These are considered to be among the best
professionally managed fertiliser plants in the world.
IFFCO had set up the KALOL plant for manufacture of Nitrogenous Fertiliser and
KANDLA plant for manufacture of Phosphoric fertiliser. These plants commenced
commercial production in the year 1974-75. . Another ammonia - urea complex was set
up at Phulpur in the state of Uttar Pradesh in 1981. The ammonia - urea unit at Aonla was
commissioned in 1988. As part of the new vision and in order to augment its complex
fertilizer manufacturing capacity, IFFCO acquired DAP/NPK/NP plant in Paradeep,
Orissa in September 2005. This was a historic moment, for it was the first private sector
unit to be acquired by any Indian cooperative. The Paradeep unit was expected to achieve
an optimal production load during 2008-09. During 2007-08, IFFCO’s plants rolled out
68.47 lakh tonne of fertiliser material comprising 39.63 lakh tonne of urea and 28.84 lakh
tonne of NPK/DAP/NP which bears ample testimony to its superlative performance.
IFFCO’s market share in ‘N’ production is 20 percent and 25 percent in P 2O5 produced in
the country. IFFCO has initiated energy saving schemes in all its five ammonia plants at a
cost of Rs. 410 crore
11
MARKETING AND DISTRIBUTION
A strong marketing team and a sound distribution network make the bottom line
secure. Backed by this belief, IFFCO has gone all out to extend its reach, resulting in the
highest-ever sales of fertilizer material this year. With the completion of Kalol Expansion
Project, IFFCO is all set to realize the objective of producing 100 lakh tonne of fertilizers,
thereby attaining the distinction of world leader in fertilizer production. Every fourth bag
of fertilizer produced and every third bag of fertilizer sold in the country belongs to
IFFCO.
Around 40,000 cooperative societies and 158 Farmers Service Centres spread
across 29 states and union territories in India make sure that IFFCO’s products-
NPK/NP/DAP/UREA-are easily available to farmers.
These impressive figures have been made possible largely because of the fact that
IFFCO distributes its products through cooperative channels. Though the cooperative
structure may differ from state to state, the goal is to reach out to each district, taluka and
village and hence sell more.
This year, IFFCO has dispatched around 86 lakh tonne of fertilizer material from
its plants and ports by rail and road. With the aim of delivering to the doorstep of the
farmer in all parts of the country, the organisation hired storage space at more than 1,700
locations.
IFFCO’s Farmers Service Centres not only supply material under one roof, they are
used as contact points for providing technical know-how to farmers. These Centres also
organize promotional programmes such as soil test campaigns and farmers’ meetings.
. During 2007-08, IFFCO has notched up a record sale of 93.24 lakh tonne of
fertiliser material comprising of 54.29 lakh tonnes of urea and 38.95 lakh tonne of
NPK/DAP/NP witnessing a growth of 8.3% as against 86.10 lakh tonnes in the previous
year. Best ever marketing productivity also sprang to 6158 tonne/head.
12
FINANCIAL PERFORMANCE
The society recorded an all time high turnover of Rs.12163 crore during 2007-08
while its pre tax profit stood at Rs.380.52 crore and profit after tax at Rs.257.59 crore. The
society declared a dividend of 20% for its shareholders for seventh successive year.
No vision, however grand, can be fulfilled without the cooperation of its people.
Recognizing this fact, IFFCO has made a sustained investment in its people, creating an
environment that attracts the best talent. At IFFCO, we see teamwork at its best.
Employees at all levels share a common dream, a dream that is understood in IFFCO’s
Vision 2010. Hence, enhancing skills is of great significance for the organisation.
Other initiatives to help the growth of its people included workshops on human
values, leadership and work ethics. There were also many technical activities that led to
development and skill upgradation. Employees were sponsored for participation I
prestigious both in India and abroad.
With the firm belief that Information and Communication Technology (ICT) helps
the people and the organisation to grow together, IFFCO has augmented its workflow
applications. The Corporate Data Centre in New Delhi has been refurbished with the latest
technology. A new VPN was created to provide round-the-clock connectivity in the
plants, zonal office and head office.
IFFCO has, over the years, successfully showcased its image in India and overseas.
Its achievements and its contributions to the farming community are highlighted in
various exhibitions and fairs.
13
Given the fact that IFFCO acknowledge that people are the key drivers in its growth,
there is little wonder, then, that the work environment here is one that encourages
creativity and nurtures success.
It was a moment of pride for every member when the President of India in the year
2007 lauded IFFCO’s efforts at conserving energy and keeping its consumption at the
lowest level. This National Energy Conservation Award 2008 was among many accolades
IFFCO received for its safety and conservation endeavours from FAI, CII and
Government of India. These awards, interalia, include for Best Production Performance,
Energy Conservation and Efficient Water Management to Phulpur Plant; Awards for Best
Technical Innovation, Safety and Environment Management to Aonla Plant; Energy
Conservation and Industrial Safety Award to Kalol Plant; and SUN and NDTV Green IT
Award to Kandla Plant.
Another significant event was the laying of the foundation stone of India’s first-
ever Kisan SEZ (Special Economic Zone) by Dr. Y.S. Rajasekhara Reddy, Chief Minister
of Andhra Pradesh.
Aonla Unit for the first time has crossed production of 20 lakh MT of urea which is
commendable. Paradeep has achieved greater laurels by producing more than 13 lakh MT
of NP/DAP despite shortage of raw material. Society has crossed the landmark sales and
transportation of over 112 lakh MT of fertilizers material registering a sharp rise of 20%
over the last year. With this, IFFCO has now become the largest marketer of process
14
fertilizers not only in India but in the entire world. Society has already achieved the sales
turnover of about Rs.32800 crore during the financial year 2008-09.
During the year 2008-09, the society has entered into a long term agreement with
LEGEND International for supply of rock phosphate along with equity stake. It has
initialed an MoU with Kazphosphate, a leading chemical and fertilizer manufacturing
company of Kazhakistan. Another agreement of intent has been signed with Qatar for
setting up a Urea plant.
In line with its vision and mission statement, IFFCO has undertaken several
social activities in the areas of education, community development, environment
protection and horticulture, health care/medical facilities etc, all with the intent of
reaching out to those in need and improving the quality of their lives. Adopting a village
is of paramount importance to IFFCO. The programme started with an objective to bring
about overall development in the living standards of rural community through integrated
rural development with particular emphasis on agriculture development, creation of
drinking water facilities, medical and veterinary check up. IFFCO has adopted 439
villages, thus empowering many lives.
Another scheme that benefits the farmers is Sankat Haran Bima Yojana, launched
by IFFCO’s subsidiary, IFFCO-Tokio General Insurance Company Limited (ITGI). Here,
farmers are provided insurance against accidents with the purchase of a 50 kilogram bag
of IFFCO fertiliser. This reaches out to member cooperative societies. The policy has
helped over 7,000 people since its inception in September 2001. ITGI also offers
customized policies for farmers such as Barish Bima Yojana, Mausam Bima Yojana and
Janta Bima Yojana.
15
booklets/literature were distributed to farmers. The aim: enhancing crop productivity and
thus improving lives.
In keeping with its intent of empowering the weaker sections of society, including
women, IFFCO presents monthly scholarships to deserving students and also organizes
training programmes for women. The organisation has instituted 17 IFFCO Chairs at
agricultural universities and cooperatives. The emphasis is on current topics in agriculture.
IFFCO uses its 12 storage-cum-community Centres for helping people come together and
share their experiences.
The environment is a major concern with IFFCO. Its units and townships comprise
beautiful landscapes, surrounded by trees. IFFCO is also committed to improving the
safety, health and environment of its manufacturing units, in line with international norms.
The Kalol, Phulpur, Aonla and Kandla units have been awarded the ISO- 14001 certificate
for Environment Management System. Further, the Kalol, Phulpur and Aonla plants have
received the ISO-9001 certification for Quality Management.
IFFCO has contributed Rs 10 crore to set up the IFFCO Kisan Sewa Trust. This
Trust assists farmers in getting medical treatment. Employees also contribute regularly to
it. The Kisan Sewa Trust organizes cancer detection and eye camps and arranges for blood
through the Red Cross Society.
The IFFCO Foundation has been promoted as the think tank of the organisation. Its
objective is to focus on strengthening village level cooperatives in harmony with the law
and culture of the country.
16
INFORMATION AND COMMUNICATION TECHNOLOGY
During 2008-09, IFFCO has undertaken enhancement of WAN & Network security
for all the plants and marketing offices across the country. Symantec antivirus server has
been consolidated and clients installed on all the machines across the country for
protection against virus attacks.
IFFCO IS:
17
4. Only Fertiliser Institution in the country to produce 68.47 lakh MT of fertilisers
and 93.24 lakh MT of sales during 2007-08.
5. Contributed about 20% to the total ‘N’ and 25% to the total “P2O5” produced in
the country during the year 2007-08.
6. Fertilisers marketed through 39564 Cooperative Societies and 158 Farmers
Service Centers.
7. Service to the Farmers through a variety of programmes.
18
OBJECTIVES OF THE COMPANY
The broad objectives of setting up this venture:-
1) Producing fertilisers.
2) Promoting the fertilisers distribution system in the co-operative sector.
3) Ensuring availability of fertilisers at the farmer’s doorstep.
4) Creating scientific awareness among farmers.
5) Promoting nation’s growth through modern farming techniques.
6) Improving agricultural productivity through balanced fertiliser application.
7) Strengthening cooperation distribution system.
8) To promote the activity for enriching the life of the rural.
9) To achieve self reliant and self generated economy.
IFFCO has grown steadily since its inception today. It has emerged not only as
the largest fertiliser producing organization in India but also Asia’s largest fertiliser
co-operative.
MANAGEMENT
19
The Representative General Body (RGB) which is the General Body forms the
supreme body that guides the various activities of IFFCO. The RGB consists of:
2. One delegate from each of the Member Societies holding shares of the value of
Rs.100 thousand and above; such delegate shall be as per the provisions of the
Multi-State Cooperative Societies Act/Rules as amended from time to time;
The Board of Directors of IFFCO carry out all functions as specified under the
Multi-state Cooperative Societies Act/Rules. The Board of Directors frame
policies, direct the various activities of the Society and undertake any other
activities conducive to overall growth and development of Societies. The Board is
headed by the Chairman.
20
BOARD OF DIRECTORS
DIRECTORS
21
Joint Managing Director-cum-FD – Shri Rakesh Kapur
Director (Coop. Development) – Dr. G.N. Saxena
Executive Director (HRD) – Shri R. P. Singh
Director (Joint Ventures) – Mr. K.L. Singh
BANKERS
India Overseas Bank
Bank of Baroda
22
“Strengthening management and participatory character of the Indian Cooperative
Movement by using duly tested and appropriate consultancy, advisory and technological
interventions sourced from within the country and abroad and in accordance of the
Cooperative Principles and in harmony with the law and culture of the land.”
VISION
“To augment the incremental incomes of farmers by helping them to increase their crop
productivity through balanced use of energy efficient fertilisers; maintain the
environmental health; and to make co-operative societies economically and
democratically strong for professionalized services to the farming community to ensure an
empowered rural India.”
MISSION
IFFCO’s mission is “to enable Indian farmers to prosper through timely supply of reliable,
high quality fertilisers and farm inputs and services in an environmentally sustainable
manner and to undertake other activities to improve their socio-economic status.”
23
7) Building a value driven organization with an improved and responsive customer
focus. A true commitment to transparency, accountability and integrity in principle
& practice.
8) To acquire, assimilate and adopt reliable, efficient and cost effective technologies.
9) Sourcing raw materials for production of phosphatic fertilisers at economical cost
by entering into joint ventures outside India.
10) To ensure growth in core and non-core sectors.
11) A true co-operative society commitment for fostering co-operative
movement in the country.
VISION 2010
24
Having accomplished the objectives envisaged in “vision2000”and”mission-2005” IFFCO
embarked on “vision2010” which focuses on future growth and development of the
society and aims at:
Under Vision 2010,IFFCO has set up a power generation company in Chattisgarh and
formed a joint venture to manufacture Phosphoric Acid in Egypt
APPROACH
To achieve our mission, IFFCO as a Cooperative society, undertakes several activities
25
covering a broad spectrum of areas to promote welfare of member cooperatives and
farmers. The activities envisaged to be covered are exhaustively defined in IFFCO’s Bye-
laws
COMMITMENT
Our thirst for ever improving the services to farmers and member co-operatives is
insatiable, commitment to quality is insurmountable and harnessing of mother earth’s
bounty to drive hunger away from India in an ecologically sustainable manner is the
prime mission.
All that IFFCO cherishes in exchange is an everlasting smile on the face of Indian
Farmer who forms the moving spirit behind this mission.
• Total consumer satisfaction as a quality of the product, price of the product and
better service after selling the product.
• To maintain better human relations and discipline among all the employees.
26
IFFCO’S EMBLEM
The Emblem of any organisation i.e. the logo is very important by which the
company is known to everyone or that is identity of the company. After one year of
establishment in 1968, the organisation has decided to make an EMBLEM of IFFCO. The
executive of the company said that which can be easily fit into any place or easily
changeable according to the place and made by simple geometrical method. So the
EMBLEM is made by Mr. M.I. Gupta, Chief Visualiser Developer and looks like
Logo’s ratio is1:2:5 and the color is green. The rectangle shows that the Indian
economy is depend upon the agriculture and green color shows the faith of the farmers,
they believe that after using the urea their fields will always be green, the remaining white
color shows that the quality of the IFFCO’s product is very good and oval shape is meant
for the wealth and prosperity.
27
Board of Directors
Managing Director
28
29
Provisional highlights of IFFCO performance during 2008-09.
Plant Productivity
(Best 1669 MT in 2005-06) 1376 MT per employee
30
IFFCO ASSOCIATES
31
3. INDIAN POTASH LTD.
AWARDS GALORE
KALOL UNIT
32
4) Two Rajya Bhasha Shield for promoting Hindi.
5) Award for safety from National Safety Council, Chicago.
6) Indo German greentech environment excellence award.
PHULPUR UNIT
KANDLA UNIT
AONLA UNIT
33
6) C Two Awards for Excellence in Safety from FAI
7) C Two Safety Awards from National Safety Council of India
8) C Rajiv Ratna National Gold Award 2005 for Best Executive
9) C Excellence Award for papers published on “Safety and Health in
Chemical Industry” and “Hazard Identification & Risk Management
LOCATION
34
Railway Station Aonla (10 Km. From the Plant)
TPD TPA
The IFFCO AONLA Unit is located in the Gangetic Plains of Uttar Pradesh in
Bareilly district about 28 Km. Southwest on Bareilly-Aonla Road. It was set up on 08
35
January 1985 and started commercial urea production at 16 July 1988. The infrastructure
of AONLA unit is very big and constructed on 713 acres of land.
IFFCO Aonla unit is the most efficient and quality-wise as well as environmental
oriented unit so that M/s KPMG Peat Marwick, a quality registrar has certified it as ISO:
9002 unit and M/s BVQI London has accredited it as ISO:14001 unit. The Aonla unit, an
AONLA-1
AONLA-2
AONLA-2 was established in1996 December. This unit was designed to nation by
honorable Prime Minister of India Shri I.K. Gujral on 28 Jan 1997.
Capacity (P.A.)
36
Ammonia production 15.05.1988 15.12.1996
started
(Natural Gas from HBJ pipeline being supplied from Bombay high)
Following enhancement in capacity has been envisaged with a total annual increase in
Urea Capacity by 5.115 lakh MT:
37
( MTPD)
The installed cost for the Enhanced Capacity is estimated at about Rs. 19 lakh per MTPD
of Urea as against the Rs. 65-70 lakh per MTPD Urea in case of a Grassroots Plant.
Therefore De-bottlenecking of existing Urea Units is the best route to create additional
Urea capacity.
IFFCO has initiated action for De-bottlenecking of its plant at Aonla and Phulpur
Units for Capacity Enhancement. We are awaiting final clearance from DOF. Incidentally
this will also reduce the subsidy to Government vis a vis imported Urea.
1. Ammonia Plant
2. Urea plant
1. AMMONIA PLANT
38
There are two streams of Ammonia plants having the capacity to produce 2x1520
MTDP of liquid ammonia. The technology is based on Haldor Topsoe, Denmark process
with Natural Gas and Naphtha as main raw material.
2. UREA PLANT
There are four streams of Urea Plant having the capacity to produce 4x1310 MTPD
OF Urea Fertiliser. The technology is based on Snamprogetti, Italy on Ammonia stripping
process.
39
Ammonia Mechanical Process Power Plant Purchase F& A
Plant
Drawing
Product Instrumental
Document
Civil
Fire & Safety
Development
General
Engg.
JGM/CM
JGM/CM
The Finance & Accounts Department of IFFCO, Aonla is divided into 5 sections, to
facilitate smooth and easy functioning and control.
Organisation Structure
DEPARTMENT
40
BOOKS/FICC FINANCIAL BILL PAYROLL & TAXATION PSL
CELL CONCURRENCE SECTION SECTION SECTION
HOD
JGM/DGM (F & A)
41
Manager Account Manager Account Manager Account Manager Account
42
Finance functions are of two types:
Managerial finance functions are so called because they require skilful planning,
control and execution of financial activities.
Routine finance functions on the other hand, do not require a great managerial
ability to carry them out. They are chiefly and are incidental to the effective handling of
the material finance functions.
The various areas covering under the preview of subsections are as follows
1. BOOKS SECTION
This section basically deals with accounting function, maintenance and keeping of
records.
This section deals with the payments of salary and wages to the employees and
extending various other benefits are covering under to preview are –
Salary
43
Leave Travel Concession (LTC)
Medical Allowance
Conveyance
Advances
Loans to employees
Aonla Unit undertakes processing of salary and other staff related payments of all
employees through Human Resource Management System (HRMS). It is an integrated
package based on Oracle DBMS. The System integrates Personnel & Administration
Department and Finance & Accounts Department.
Taxation Section
As per the status and operations of the society, It deals with the following Taxes:-
44
documents and accounts are prepared by the Finance & Accounts Department. The duty is
deposited in the Government bank account on the 5th day of the month.
45
Inventory Management involves the control of assets being produced for the
purpose of sale in the normal course of the company's operations. The goal of effective
inventory management is to minimize the total costs - direct and indirect - that are
associated with holding inventories. However, the importance of inventory management
to the company depends upon the extent of investment in inventory.
46
The application of managerial function on the basis of management principles in
the field of inventory is termed as inventory management. Managerial functions are
performed with respect to inventory; it may be called inventory management.
1) Production management
2) Marketing management
3) Financial management
47
Here the production management and marketing management are related to the
physical aspect of inventory management and; financial management is concerned with
the financial aspect of the inventory management.
MATERIAL DEPARTMENT
48
Material management includes two important functions:
• Purchasing
• Storing and control of materials
That’s why; it is divided into following sections:
These both sections are interrelated and perform their function on coordination.
All purchases are to be made only by the materials department except purchases of petty
item through some vouchers and Department Managers within the limits prescribed in
purchase procedure/power of officer. Material purchase indent should give following
information:
1) Quantity in stores
5) Reorder level
PURCHASE SECTION
1) Single stage
2) Two stage
49
After enquiry purchase department invites a tender. After confirmation of all terms
and conditions the department contacts the supplier and orders for the inputs. Thus it is
responsible for purchasing of materials and other raw materials whatever is required by
the organization. Purchase department is responsible for the delivery of right amount of
material at the right time and at the right location to avoid the hampering of the
production.
Purchasing is distinct from buying. Purchasing involves the extra knowledge as the
tenders, various vendors, their prices, comparison between them, after sale service,
dispatching follow up and payment terms.
The purchase department considers various things before purchasing the raw materials.
PURCHASE PROCESS
INDENTER
50
Material Purchase Requirement (MPR)
Single stage
Enquiry Two stage
E- Procurement Manual
(15 days) (21 days)
Opening
Order
(With approval of competent authority)
1) RAISING OF INDENT: First of all the indenter raises the indent. This
indenter may belong to any department. Now the indenter informs to the store. If that
particular material is not available at the particular point of time then store informs to
the purchase department. After it the working of purchase department starts.
51
availability of input material at all points of time is the responsibility of purchase
department.
c. Unit
d. Quantity required
e. Value
f. Budget code
g. MPR No.
h. Indenter
If both the parties are agreed upon advance payment that is specifically provided
in the contract order, only then advance payment is given. The advance payment to
52
contractors shall be made against submission of bank guarantee in the Performa
provided by IFFCO. Advance payment against indemnity bond shall not be released as
provided in the purchase procedure.
In case the terms of payment provide for full payment or part payment against
dispatch documents through bank, the supplier will be negotiating the documents through
the bankers. After the documents are received by the bankers, they are forwarding bank
intimation along with a copy of the purchase order to ascertain that the invoice is raised
for the material ordered and conforms to the other terms and conditions of purchase order.
After the intimation from the bank is received the invoice of the suppliers will be
scrutinized by the Finance and Account Department for the following-
Where there is delay in supplying the material and the payment through bank is
90% to 95%. It should be ensured that penalty for delay, as provided in the purchase
order, is recovered before releasing the balance payment. Where payment required to be
made, a clarification is to be sought from materials department and proper approval taken
for waiving of penalty or otherwise before retiring documents.
53
The payments under the contracts must be regulated as per the expressed terms
and conditions. Any payment not covered by the contractual terms and conditions should
not be released.
In case the purchase order provides the 100% payment after receiving of
materials and accepted payment is to be released after the SRV is received from the stores
department. In case 95% or 90% released against document retired from bank then the
balance payment can be released after receipt of SRV from store, which confirms that the
material has been accepted after inspection and taken on charge.
Before released of the payment, the invoices should be scrutinized as the case of
payments released through bank. In addition it should also be verified whether all the
items invoiced have been received, inspected and accepted as per the SRV.
IMPORTED MATERIAL
Materials procured may be either indigenous or imported. For major projects the
foreign contracts are normally finalized at head office level and payment against these
contracts are made by the concerned unit. Orders are also placed by the unit directly.
Payment is made to the foreign party by debiting to the appropriate advance account. If
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the payments are made through L/C against documents, the same shall be debited to
advances to foreign suppliers account. On receipt of material at site, project engineer shall
accept the material and initiate for preparation of DCSRV/SRV. After receiving
DCSRV/SRV project accounts will clear the supplier’s advance account for material.
MATERIAL CODING
It is very typical for the every organization to maintain the stock items in case of
largenumber of items. It will be very typical to identify them at the time of requirement.
So the items are coded to avoid confusion. For the coding of materials the account person
assigns code for every item of store. Thus every item has a code that is called its material
code.
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Material coding facilitates the account persons and store manager to maintain the
transactions of the items whether of receiving or of issuing.
Every item maintained by its code in the stock as well as in the store accounting
section. The item/material code remains same in stores and accounting section. Whenever
a transaction is done in store for the inventories the full details of that transaction is send
to store accounting section also, because the computers of stores and accounting section
are connected through Local Area Network. (LAN)
In this way it is very comfortable task to maintain the inventories on the inventory
software with the help of material coding.
Advantages of codification
1. Lengthy descriptions are replaced by a simple code.
2. It economizes space in forms and reduces clerical work.
3. Ease in identification of stores.
4. It is comprehensive.
5. It facilitates, mechanized accounting.
6. Secrecy of description can be maintained.
7. It ensures clarity.
CODING
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c) Alphanumeric: It is a combination of alphabets and numeric code.
d)Decimal System: It is basically a numeric system; sub-group may be indicated by
decimals.
All packing, boxing and protection shall conform to the specification or requirements
of the order. The supplier shall be held liable for the damage or breakage of the goods due
to defective or insufficient packing. It will be according to term and conditions that are
given already in the format.
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All goods shall be dispatched by rail/road freight paid and the railway receipt/lorry
receipt shall be posted to the concerned officer of IFFCO.
Challan 3 copies
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Test certificate 3 copies
Consignment note
Inspection of Material
The material department shall coordinate with other departments and arrange
inspection of material at vendor’s shop prior to dispatch. Inspection of materials in other
cases shall be carried out on receipt of materials at site. Only materials those cleared by
the inspection will be taken on charge in stores. The person inspecting the material will
sign
on the stores receipt voucher in token of having inspected and accepted the material.
Generally indenter is called upon for the inspection of the material.
Sometimes inspection is done at the gate of IFFCO. Only after inspection material
enters into the store. If there is any damage in the material or they are insufficient in
quantity then rejection report is prepared. Its copies are distributed among all the parties
which are involved in it.
Damaged/Short/Rejected Materials
If the materials are received short or in damaged condition, there are some
conditions in this regard.
In cases where the responsibility for the transit insurance is on IFFCO, a claim should
be lodged with insurance company for the value of material plus incidentals. This
insurance is done by IFFCO TOKIO GENERAL INSURANCE COMPANY. As soon
as the shortage per damage of the materials is noticed the material department will
lodge the provisional claim with the underwriters and pass on the relevant papers to
the finance & accounts department for lodging monetary claim.
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In respect of transit insurance claims bill section will pass an adjustment
Entry debiting “claim recoverable account” and credit the “Advance to
Vendors account”. After the adjustments the bill section sent the copy of journal
voucher along with all necessary details such as P.O. No. , MRR No. quantity and
value, name of the supplier to the insurance section for following up the claim with
the insurance company.
Where the responsibility for short supply or damages in transit is of the suppliers,
the material department should take up the matter with the supplier for arranging
replacement. A report is prepared in this case. Its copies are sent to the supplier,
purchase department and finance and account department.
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Imported Phosphoric acid and Ammonia
The consignment of phosphoric acid and Ammonia are received at Kandla and the
material actually received is valued at the contracted cost & freight price.
Where free on board (FOB) price is agreed, the ocean freight element is loaded
separately. All connected expenditure like customs duty; handling charges etc. are also
included in inventory valuation.
The valuation of inventory at the month end is to be made on the basis of exchange
rates prevailing on the last day of the month. The difference if any between the
provisional rate and the actual payment rate shall be charged off to the consumption
account, if the material is already consumed.
The account department also ensures that all claim suppliers for shortage are booked
on monthly basis and necessary on quarterly basis for the pending claims.
Indigenous Ammonia
Potash
Potash purchase orders are placed by the commercial department time to time
depending on the material requirement. The material received valued at agreed price plus
local sales tax and freight for transportation of material up to plant site.
The finance department at head office ensure that payment for these raw materials are
released on due dates to avoid interest liability. After releasing the payments the inter unit
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debit advice is sent to plant. On receipt of the payment advices the supplier’s account is
adjusted in the plant.
Natural Gas
Kalol, Phulpur and Aonla plant consume as feed stock and fuel. As per the contract
with ONGC, gas is supplied to IFFCO at the price fixed by Govt. of India from time to
time.
The meters provided at the inlet point in the plants are the basis for monthly billing.
Meter reading is carried out jointly by ONGC / GAIL and IFFCO representatives. The
unit sends the e-mail to head office for making payment to ONGC / GAIL after due
certification of bill by the head of technical department about quantity of gas received.
Naphtha
Naphtha is supplied by IOC against advance payment terms. There are excise duty
concessions available for these items provided they are consumed for manufacture of
fertilisers. Accounts department in coordination with production department shall ensure
that all the excise duty requirements are fulfilled that the duty concessions are fully
availed. The inventory is valued based on the quantity received as per MRR received from
production department on monthly basis. The price payable to IOC for naphtha is fixed by
the Govt. from time to time. The naphtha is supplied by IOC from its refiners located at
Mathura, Koyli, BRPL, Panipat & Bagoun to Kalol, Phulpur & Aonla units.
The Catalysts & Resins are produced by the material department at the plant; on the
receipt of the material the inventory is valued at the agreed price. For Catalysts & Resins
where IFFCO has pooling arrangement with other companies, the material received is
taken to inventory at the actual price paid and equivalent amount is credited to “material
received on loan account”.
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This entry will be reverse when the material is procured by IFFCO and replenished
for return of loan. The inventory and consumption account then shall be accounted at the
actual procurement price.
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STORE SECTION
a. Store A for Aonla-1( this store contains that spares which are used by Aonla-1)
• Main Store
• Cement godown
• Petrol Pump
• Cable yard
• Chemical godown
• Paint godown
• PDIL store
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Verification of Inventories
The officer of stores will coordinate the job of physical verification and the
accounts officer in charge shall render all assistance to ensure that the physical
verification of inventories is carried out as per the policy and the policy and the approved
program. The store department will ensure that the posting in the Kardex are updated
before the verification of inventories. Kardex contains all the information that is in the
store.
The stocks of raw materials, packing materials and finished products are to be
verified on quarterly basis by an independent surveyor by the society. No adjustments
need be carried out in the books of accounts unless the discrepancies in liquid raw
materials and solid raw material are in excess of 1% to 5% respectively. This is as per
guidelines issued by the head office.
In case of finished goods also the same principle applied except that no adjustments
in the books of accounts shall be made. However the stock registers shall be adjusted on
the basis of actual stock in order to replace the notional figures of stocks by more accurate
estimate based on physical verification.
The inventories for other items such as stores, spares, construction materials etc. are
also verified every year keeping in view ABC analysis of stock items value and exercise
of verification may be completed by March every year.
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For the purpose of verification of stores, chemicals & spare parts shall be classified in
to A, B, C categories.
A team of stock verifiers shall prepare a stock verification sheet giving the
kardex balance and the physical balance of each item covered in the stock verification.
After filling up the particulars of the value and quality discrepancies with reference to the
priced stores ledger balance, the stock verification sheets shall be forwarded to the
materials department for scrutiny and reconciliation and adjustment in consultation with
finance department accepted shortage shall be processed for the approval of the competent
authority.
Internal Check
1) One set of document for receipts, issues and return of materials shall be sent to the
accounting section of finance department. Based on these documents, priced store
ledger shall be prepared for each item for stores. The material code number between
stores and accounts shall be identical. The priced store ledger shall provide value of
each receipt, Issue and return transaction along with quantity ledger. The quantity
balance appearing in priced store ledger shall serve as counter check for accuracy of
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bin card balance in store which is essential for proper functioning of inventory control
system
2) The priced store ledger shall not be maintained for large number of low value
items such as stationery, medicines, canteen stores etc. in this case the expenditure
shall be charged to the appropriate expense account at time purchase. Quantitative
record shall be kept by the concerned department and shall be produced as and when
required for audit purpose.
Inventory Control
Inventory control is concerned with minimizing the total cost of inventory. The
three main factors in inventory control decision making process are:
a. The cost of holding the stock (e.g., based on the interest rate).
b. The cost of placing an order (e.g., for row material stocks) or the set-up cost of
production.
c. The cost of shortage, i.e., what is lost if the stock is insufficient to meet all
demand.
The third element is the most difficult to measure and is often handled by
establishing a "service level" policy, e. g, certain percentage of demand will be met from
stock without delay.
The Inventory Management system and the Inventory Control Process provides
information to efficiently manage the flow of materials, effectively utilize people and
equipment, coordinate internal activities, and communicate with customers.
Inventory Management and the activities of Inventory Control do not make decisions or
manage operations; they provide the information to Managers who make more accurate
and timely decisions to manage their operations.
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Inventory control is a systematic control and regulation of purchase and usage of
materials in such a way so as to maintain an even flow of production at the same time
avoiding excessive investment in inventories. Efficient material control reduces losses and
wastage of materials that otherwise pass unnoticed.
Inventory control is the core of material management. The need and importance of
inventories varies in direct proportion to the idle time cost of men and machinery, and
urgency of requirements. If men and machinery in the factory could wait and so could the
customers, materials good not lie in want for them and no inventory need to be carried.
But it is highly uneconomical to keep the men and machine waiting and the requirements
for modern life are so urgent that they can not wait for materials to arrive after the need
for them has arisen.
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Reduction of surplus stock is an essential requirement inventory control. Various
techniques are available to solve the various types of problems associated with inventory
control:-
1) Min-Max plan
1) Min-Max plan:
In this plan analyst lays down a maximum and minimum for each stock item. Minimum
level establishes the reorder point and order is placed for quantity of material, which will
bring it to the maximum level.
In this system, quantities in hand of each item or class of stock are reviewed periodically.
In that, if it is observed that stock level of a given item will not be sufficient till the next
schedule review keeping in view of its probable rate of depletion, an order is placed to
replenish its supply.
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Certain stock levels or fixed levels are given below:-
It is the quantity of materials beyond which a firm should not exceed its stocks. If
the quantity exceeds maximum level limit then it will be overstocking.
It represents the quantity of stock that should be held at all the time, stock level is
normally not allowed facing below this level.
Normal issues of stock usually stopped at this level and made only under specific
instructions. Safety stock is a buffer to meet some unanticipated increase in usage.
Safety stock level = Ordering Level – (Average rate of consumption * Re-order level)
OR
When the quantity of materials reaches at a certain figure then fresh order is sent to
get materials again.
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4) Use of Control Ratios:
Inventory turnover ratio helps management to avoid capital being locked up
unnecessarily. This ratio reveals the efficiency of stock keeping .
Inventory turnover ratio =Cost of materials consumed / Cost of average stock held
during the period
Where,
Inventory turnover ratio [in days] =Days during the period /Inventory turnover ratio.
the percentage of slow moving stores = Slow moving stores / Total Inventory
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TECHNIQUE USED IN IFFCO FOR INVENTORY CONTROL
With the numerous parts and materials that enter into each and every industrial
production, inventory control leads itself, inventory and foremost, to the problem of
analysis. Such analytical approach is popularly known as ABC (ALWAYS BETTER
CONTROL) Analysis.
This Plan is based upon segregation of material for selection control. It measures money
value i.e. cost significance for each materials item in relation to total cost and inventory
value. The logic behind is that the management should study each item of stock in terms
of its usage, lead-time , technical or other problems and its relative money value in the
total investment in inventories.
Critical, i.e. high value items deserve very close attention, and low value items need to be
devoted minimum expense and effort in the task of controlling inventories.
“A” inventory reports lists parts having little or no turnover. Turnover frequency is
measured by an exposure index. We calculate the index by dividing a part’s inventory
quantity by its usage during the most recent 24 month period.
“B” report shows the parts with more than a one year supply but less than a 2-year supply.
“C” report lists the parts with more than six months supply but not more than one year.
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Criteria For Judging The Inventory System
While the over-all objectives of the inventory system is to minimize the cost to the firm
the risk level acceptable to the management, the more proximate criteria for judging the
are:
Comprehensibility -
Inventory system range from the utterly simple to the complex ones. Irrespective of how
simple or how complex a system is, regardless of whether it is automated or manual, it
should be clearly understood by all affected parties. The system must be properly
explained to all concerned people so that its purpose, logic and rationale are transparent.
This generates enthusiasm for the system and enhances its credibility. Otherwise it is
likely to be perceived as a mysterious ‘Black box’ of dubious value.
Adaptability -
2. Can new products, new situations and new requirements be handled by the system?
A certain degree of flexibility and adaptability must be desired into the system to make it
versatile. Of course this cannot be and this should not be carried too far. The system must
not provide for every possible and imaginable contingency. If it is developed with this
ideal, it is likely to be a complex monstrosity. Remember the caveat that the design of any
system should ordinarily take care of about 90% of the cases, leaving the balance 10% to
be handled by hand.
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Timeliness -
Inventories may suffer loss in value on account of a variety of factors. The more common
sources of value decline are:
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Inventory Software
In IFFCO the PSL software is used for the management of inventories. This software
holds all the transactions of the stocks. So this software helps much in maintenance of
stocks. It makes very easy to account persons to maintain the transactions of inventories.
A part of this software is installed on the systems of the stores, whenever a transaction is
made in the store, the details of that transaction is reaches to the systems of the store
accounting section, because both the systems are connected in the local area network
(LAN). So with the help of LAN environment it is very easier to accountants to retrieve
the information regarding the transactions made by the stores.
Apart from this, this software has the variety of qualities which we can discuss with the
help of menus of software. There are six different menus in this software these are as
follows:
i. Data entry
ii. Queries
iii. Reports
iv. Processing
v. Calculator
vi. Exit
vii.
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DATA ENTRY MENU
Data Entry
SRV
Document entry
SIV
ISRV
SAV
STV
(IN)
Adjustment SIV
STV
(Out)
Adjustment ISRV
Physical
Verification Entry
Entry of Surplus/
obsolete/ Insur.
The very first menu that is data entry is used for the various types of entries of
transactions. In the data entry menu there are several options shown in above diagram.
Document Entry:
This option is used to enter the data in various types of documents like SRV,
SIV, ISRV, STV (in), STV (out) etc.
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Adjustment Entry:
With the help of this option we may easily make the adjustments in the stock
issue voucher (SIV), due to any previous adjustment. If the value of material has wrongly
feed in the documents or the valuation is high then it is used to decreases the value of that
material.
Adjustment ISRV:
This option of data entry menu has the same working in issue stock return
voucher (ISRV). This is used whenever the valuation of any material has to increase. Thus
easily adjustments are made.
Physical Verification:
This option is used for adjust the surplus items which is declared by the plant.
The surplus items means, the items which are exceeds from the records. So in case of this
situation the accountants make entry @ of 1 Rupee per unit of items. There are some
spares which are not in used. We give entry them in surplus. While the spares which are
not in working condition or they are outdated, comes under obsolete items.
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REPORTS MENU
Reports
PSL JV
Inventory Consumption
Kardex
Issue above
Other reports
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Summary A/C head wise:
This option creates the summary reports of all the A/Cs in respect of accounts
heads like
This option creates the monthly report of all the documents like – SIV, ISRV,
SAV, STV (in), STV (out) etc. so that the account persons may check whether the
documents are correct or not., because if there is any mistake in any document and PSL
run is performed it will create the wrong final reports.
The working of this option is same as the previous option but the difference is
that the reports made after the PSL run are more accurate updated and non volatile in
nature.
PSL JV:
After processing of PSL run all the documents becomes updated and all the
transactions also gets updated. So that by this option we can see all the journal voucher of
the entries of inventories.
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Inventory consumption:
This option of the report menu shows the data regarding the consumption of
materials according to the date. We can see the consumption of a particular item. This
report helps in forecasting of material purchasing for the future consumption of the
materials. It helps in deciding the re-order level of inventory.
This option creates a report inventory code wise. We can create report for
selected codes. This code is of 12 digits in the IFFCO.
Kardex:
The kardex is the very useful tool for showing the current status of all the items.
Kardex shows the update inventory and also shows the past status of every past tears. The
accountant may see the past status as on any past date. The kardex retain all information
about the material. As when the material was received i.e. receipts, when the material was
issued i.e. issues, its balance in the store, vendor, its current stock, its value, location in
the store and as well as its minimum, maximum and reorder level. Thus it reserves every
information about the materials.
It is in form of a software in IFFCO. Here I have given a example of kardex in which each
detail of material is written. It is as follows.
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QUERIES MENU
Queries
This menu has single option that is brows inventory master. In this option we may
see the status of various materials or items.
As the name of this menu, we can perform the query task, on the basis of material
codes, that are of twelve digits number. This option is very helpful in search of any
particular transaction in inventories. In a query task we are supposed to enter the material
code in the material code box and then click over the retrieve button. As soon as we click
over the retrieve button the whole in formation regarding that code is appears on the
screen.
The appearing statement contains the material code, material description, opening
quantity, closing quantity, values, PSL rate that is the per unit price and also the location
of that material.
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PROCESSING MENU
Processing
Cumulative process
PSL Process 1
Processing is the most important task of this software, because all the reports
which are forwarded to the concerning authorities and are the basis for the further actions
are made only after the processing or the PSL run. PSL processing makes update all the
documents.
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PSL Process I:
The option process I update and calculate the values for all documents and makes
available to create the final reports. Once a PSL run is processed the data can not be
changed, So that this task is very sensitive so the operating person should have the great
care and responsibility in processing task. PSL Process is done for tallying codes and
value of the material.
This option also a processing task when we executes this option it assigns the
account group to all the inventory / item codes so that these codes may link to a particular
account group. In this inventory are grouped.
It is very important processing because it creates a list of all the items which are
mismatching in respect of units / quantity between the
PSL and kardex. If there is any mismatch in PSL and Kardex the report shows those
mismatches on the screen.
This option creates a list of mismatches of karedx and physical verification. This
processing performed once in year, because the physical verification of the inventories is
done once in a year.
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Calculator & Exit Menus
The calculator menu has no sub option we can use the calculator only by clicking
on the calculator menu. It helps much in manual calculations make the surety of
correctness.
Apart from this the exit menu is simply for quitting the software, whenever we
click over the exit menu it exits from the software.
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PRODUCTION DEPARTMENT
IFFCO Aonla is town to production of Urea. It is carried out with the help of two
ammonia plants. For every ammonia plant there are two urea plants each of 1100 MTPD
capacity. Urea Plant is linked with two product handling plants. So, we can study the
production department into three parts as follows:
1. Ammonia Plant
2. Urea
3. Product handling Plant
Ammonia Plant:
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Natural gas, water and the source of nitrogen is atmospheric air. Nitrogen gas is supplied
by GAIL through HBJ pipe line from Bombay High and is used as feed stock which
contains large percentage of Methane, along with Ethane, Propore, Butane, Pentane, CO2,
Nitrogen and Sulphur compounds. Small quantity of Sulphur compound in the gas is
removed by passing the gas through de-sulphurisation unit. Sulphur free gas is yhan mixed
with steam and sent to primary reformer where reforming reaction takes place in the
presence of catalyst and produces a gaseous mixture of hydrogen, carbon mono-oxide and
carbon- dioxide. Further reforming takes place in the secondary reformer where air is
added to furnish the nitrogen required for ammonia synthesis. Hot reformed gases from
Secondary reformer are cooled by heat recovery in Waste Heat Boilers, and introduced in
the shift
Converters where most of the CO get converted into CO2. Carbon dioxide from
gaseous mixture is separated in CO2 absorber using benefield process and sent to urea
plant. Residual of oxides of carbon in synthesis gas leaving absorber are converted to
methane in the Methanator.
Pure synthesis gas from methanator exit is compressed and sent to Ammonia
converter where ammonia is formed ammonia product obtain in sent to urea plant for
manufacturing urea.
Urea Plant:
Two streams of Urea plant each having capacity of 100 MTPD has been provide. Urea
process is based Snamprogetti Ammonia Self Stripping process.
Ammonia and CO2 obtain from NH3 plant are sent to Urea Reactor operating at 150
ATM pressure and 180o C temperature. In urea Reactor Ammonia and CO2 react to form
Ammonium Carbonate a part of which dehydrates to urea. Reactor product from urea
reactor flow to a steam heated H.P stripper where most of them converted carbamate get
stripped of as gaseous ammonia and COS. Urea solution having the bottom of stripper still
contains some amount of carbamate. Further purification of urea to about 72 %
concentration takes place in medium and low pressure decompressors. Vapour of ammonia
and CO2 obtained from the above purification section are converted into ammonium
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carbamate and recycled back to Urea Reactor for production of Urea Vaccum
concentration are provided to concentrate 72 % Urea solution to 99.8 % in two stages
operating at 0.3 atm and 0.03 atm respectively. Urea melt ( 99.8 % concentration) from the
concentration section is pumped to the top of natural draft Prilling Tower and sprayed by
the means of rotating pril bucket. The fine droplets while descending through the lower
come into contact with cold air are solidify to form prills. Product Urea from the bottom of
prilling tower is sent to Urea Silo or Product handling plant.
Empty Bags:
Empty bag’s size is 36.25 in inches or 915 X 610 in mm, weighing 10 grams in
case HDPE bags made out of 10 X 10 mashes per inch using. Denier of tape equal to
1,000 and width of tape 1.5 mm. The monthly requirement of bag is around 10 Lakhs.
There are 2 million bag storage capacities in 1400 m 2 area. The cost of bags varies from
Rs 11.40 to 11.90 for HDPE and around 6.5 for Jute bag.
The bag will be supplied various vendors based at Kanpur, Calcutta, Hyderabad,
Ahmadabad, Aurangabad etc. The movement of empty bags from these destinations to out
side is by road. Average daily traffic will be two to three trucks. IFFCO has very strict
quality control of bags. The bags once are ready for dispatch from vendor’s workshop are
got inspected by various up to date inspection agencies sponsored by us. The consignment
on its arrival at site is also screened by our Laboratory before it is piled for storage. Storage
is equipped with EOT crimes two in number, each having lifting capacity of 1 tonne.
Railway Siding:
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From main track of Chandausi- Barely broad quage, NR section tapping has been
taken at Bisharat Ganj Railway, Take-up station. Two additional loop lines and
simultaneous reception facilities have been incorporated at Take-up station. Railway track
has been laid which is 09.38 km long through major one villages acquiring 110 acre
approx. of land.
a. 2 lines each 340 meter long accommodating one rake length for fuel oil stock.
These lines are laid over ballast less platform and have concerts floor in order to
recover spillage / leakage while handling fuel oil stock.
b. 2 line each 340 meter long to accommodate off loading of completing Naphtha
rake, an alternative fuel for power plant.
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DIFFERENT VOUCHERS
In IFFCO there are 3 types of receipt and 1 issue voucher are generally used for the
particular receipt and issue material. These are listed as below:
1. RECEIPT VOUCHER
2. ISSUE VOUCHER
3. ADJUSTMENT VOUCHER
SRV
When material is checked with challan / invoice and the purchase order for quantity SRV
(store receipt voucher) is prepared and the material kept in section.
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These vouchers are generally generated by the store whenever the material is received from
the supplier/ vendor in stores.
If the hundred percent of the issued material have not been utilized by the particular
department or parties, in this stage the concerned party or department will revert back the
remaining raw material to store by using such type of issue voucher.
BD: Such type of ISRV are generally used by the particular department for the general item.
BB: Such type of ISRV are used for the spare return by the particular department.
BC: Such type of ISRV are generally used by the contractor for return of remaining raw
material.
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Note: The copy of these ISRV will be send to the following departments mentioned as:
Note: The issue notes shall be priced on the Weighted Average Rate basis after accounting
the last receipt of the material. After ascertaining the nature of the expenditure , the job for
which the material is issued , an appropriate account code shall be given in accordance with
the chart of account.
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STORE ISSUE VOUCHER
No.
Deptt.
S Qty Qty
no.
Material Code Description U.M. Req Issued Balan Rs. P.
d. ce
Name
Designatio
n
92
IFFCO
INTERNAL STORE RETURN VOUCHER
Name
Designatio
n
93
STORE ISSUE VOUCHER CONTRACTOR
No.
Deptt.
S. Qty Qty
no.
Material Code Description U.M. Req Issued Balance Rs. P.
d.
Name
Designatio
n
94
STORES RECEIPT VOUCHER
SRV NUMBER
DATE
CRR NUMBER
SRV PREPARED:
SNo Challan:
Received:
Accepted: DIS/REJ
No.
Rejected:
SNo Challan:
Received:
Accepted: DIS/REJ
No.
Rejected:
95
DCSRV SRV NUMBER
DATE
CRR NUMBER
SRV REF:
PO No Po:
Received:
Accepted: DIS/REJ
No.
Rejected:
TIN NO:
96
S.NO DESCRIPTION QUANTITY UNIT REMARKS
2 MR -DO-
3 MR -DO-
4 MR -DO-
PKGS FREIGHT
COST: RS.
2) TRANSPORTER 5) G.M.APP./W.O.FILE
97
REJECTION/DISCREPENCY REPORT
REF: DATED:
KANPUR FAX:
CRR NUMBER:
98
RR/LR NUMBER: GR 8319469 DATE:
BOMBAY
Dear Sir,
Please refer to the supply of materials against your invoice/Challan No. as mentioned
above. On opening the case/s and checking the contents the following discrepencies have
been observed.
1.
2.
4. Being excess supply than our order quantity, material has not been accepted.
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For INDIAN FARMERS FERTILISER COOP.LTD.
e-Mail:
TENDER ENQUIRY
Dear Sir,
Please submit your Sealed Quotation, with earliest delivery, as per terms and
conditions and specification given below and enclosed herewith.
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646/1988(latest version) in IFFCO.
The seller on award of P.O./W.O., shall furnish a Performance Bank Guarantee equivalent
to 5% of the P.O. value in our Performa enclosed. This bank guarantee shall be issued by
any State Bank of India and its associates. Nationalised/ Scheduled Commercial Bank/
Cooperative Bank who are members of IFFCO’s consortium of Banks (Except other
cooperative and Gramin Banks) having branch in India and be valid to cover the
guarantee period with a claim period of further six months.
PURCHASE ORDER
Thru Courier
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place Our Enq No:
Dear Sir,
Please arrange to supply the following as per your quotation referred above
subject to conditions mentioned herein and enclosed herewith.
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IFFCO-AONLA
Dept-Ref-No.: 2200/2171
Dly Date:
Class: Stock, capital, D.C., Supply, Ordinary, Proprietory, Domestic, Single stage
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S.No Item code Material Unit Quantity Inventory Value Stk-oth.unit/
decription required levels last 3yr
consumption
1 DC
2 DC
3 DC
DATE : 8/6/2009
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--------------------------
FROM TO
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--------------------------
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SIGN
SWOT ANALYSIS
Strength
1 Fertilizer is the basic raw material for agriculture production. No Govt. can dare to
make policies which are not conducive to the farmers.
2 Demand of fertilizer is more in the country than the production capacity therefore
whatever is produced will be sold.
4 IFFCO is a co operative organization and selling its product through co- operative
channel. There are only to organization IFFCO & KRIBCO. it means not much
competition in the channel.
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5 all plants are of latest technology of art and are in healthy condition.
Weakness
1 As per by law of the company it can fallows the co- operative channel only for sale of
its product. In case demand fall short in the channel company end up with higher stock
inventory.
2 Price of the product cannot be raised and government pay the subsidies as per its
calculation of fertilizers cost.
Opportunity
1 IFFCO can cut on cost by reducing energy consumption for per MT of urea, thereby
enhancing it’s profitability. IFFCO has taken up energy saving project in all its five
ammonia plants at the cost of Rs 410 core.
2 IFFCO can also reduce it’s fixed cost per MT of urea by enchasing it’s production
capacity & thereby increase in production and profitability. IFFCO has taken up capacity
enhancement project for all its ammonia & urea plants.
4 IFFCO has also contributed 25% equity in Oman India fertilizers company (OMIFCO).
6 IFFCO has also entered into a long term of take and supply agreement with International
Holdings of AUSTRALIA for supplying rock phosphate to insure raw material supply
NPK/DAP fertilizers plants.
Threats
1 NG supply in the country is not sufficient to meet present country requirement, however
NG in liquid from is imported from various Gulf countries and regasified at Petronet in
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GUJRAT to meet demand of fertilizers units. If supplies of NG suffer due to an region, it
will be reflected in production of IFFCO.
2 Naphtha is also imported Gulf countries. Its rates are not stable in the international
market & it availability is also affected by its international demand.
3 Rock phosphate is also imported to produce NPK/DAP at IFFCO’s Kandla & Paradeep
Units. Supply of ROCK Phosphate is also a threat to the production NPK/DAP. It rate are
not stable in the international market.
Analysis
With the finding of NG at KG basin of RIL most of requirement of fertilizers units will be
meet for the countries on resources and dependability on the import will be reduce there
by ensuring the raw material supply to the fertilizer units at reasonable price. Further
IFFCO has made long term agreement for procurement of ROCK phosphate with various
countries to overcome it major threats of raw materials for the production of NPK/DAP.
Therefore it can be said that IFFCO is on sound footing to protect it stability and enhance
it profitability by cutting on cost and increasing production in years to come
Strategies
1 IFFCO is doing its best to conserve energy & keeps it consumption at lowest label
2 Enhance its production by enhancing the capacity of the exiting plants & constructing
new plants.
4Ensure supply of raw material by entering into agreement nationally or international with
the suppliers.
5 IFFCO also care for farmer and the community. This commitment is reflected in many
ways, on a day- to-day bases. IFFCO believes in the welfare of society. It has embarked
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on many Corporate Social Responsibility(CSR) Project. These projects cover education
,community development, environment & health.
a) IFFCO has installed CDR plants to reduce discharge of flue gases in the atmosphere.
b) IFFCO has adopted 439 villages, with special emphasis on agriculture and better for
management, thus empowering many lives.
c) ITGI in collaboration with IFFCO has introduce for farmer a Sankat Haran Bima
yojana . Under this policy farmer are provided insurance against accident with the
purchase of a 50 kilogram bag of IFFCO fertilizer. This policy has helped over 7000
people since its inception in sep. 2001
This has brought the farmer community nearer to IFFCO & IFFCO product as popular
brand which ultimately raised demand IFFCO product.
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I had done my project in inventory management & analysis of IFFCO Financial
strength by ratio analysis. Further .I have also understand the role of F&A departments at
unit level.
Conclusion
Therefore it can be said that IFFCO is on sound footing to protect it stability and
enhance it profitability by cutting on cost and increasing production in years to come.
Further IFFCO has also taken various other venture like SEZ at NELLORE, Power plant
at CHASSIGARDH, IFFCO Tokio General insurance, IFFCO Kisan Sanchar L.T.D.,
IFFCO has taken Joint Venture out of India i.e. OMIFCO at OMAN, JORDAN India
fertilizer company , Industrial Chimiques DU Senegal (ICS)and Kisan International
Trading FZE at Dubai. Therefore IFFCO main business is Product & sell fertilizers but it
has extends its wings for backward integration& meet the needs of its services
Requirement & to serve better to the famer community.
It might seem axiomatic that inventory control is efficient as long as inventory level
is going down.But the fact is that if inventories are minimized without adequate
operations, inventories have been mismanaged rather than controlled efficiently. Thus, the
basic objectives of inventory management appear to be conflicting in nature. Inventories
should increase or decrease in amount or time as related to sales requirements and
production schedules.
In most inventories a small proportion of items accounts for a very substantial usage
(in terms of monetary value and annual consumption ) and a large proportion of items
accounts for a small usage. ABC analysis based on this empirical reality advocates in
essence a selective approach to inventory control, which calls for a greater concentration
of efforts on inventory items accounting for the bulk of usage value.
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departments. Decisions relating to inventories should be taken by higher authority of the
organisation as well as departments.
There are some points that may be given as recommendation or a program may be
constructed for inventory monitoring and controlling which consists of following
elements:
• To maintain the special pricing to dispose off unusually slow moving items.
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BIBLIOGRAPHY
1. Advanced Accountancy
Ninth Edition
S N Maheshwari , S K Maheshwari
2. Financial Management
Ninth Edition
I M Pandey
3. Management Accounting
Third Edition
M Y Khan, P K Jain
WWW.IFFCO.COM
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ACCOUNT MANUAL OF IFFCO, AONLA
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